A speech about change, change management and how effectively helping groups to self-organize is part of the work of a new generation leaders... Host Leaders!

1. THE HARDER YOU PUSH,
THE HARDER THE SYSTEM PUSHES BACK.
EMILIANO SOLDI – STEFANO LUCANTONI

2. As Agile Coaches
we address several
challenges to help
organizations on
their path to change

3. CHANGE
THE DANCE OF SHIVA
CHAPTER ONE

4. HOW MANY CHANGE
AGENTS ARE NEEDED TO
CHANGE A LIGHTBULB?
JUST ONE!
BUT THE LIGHTBULB MUST
WANT TO BE CHANGED

6. BERLIN WALL FALL
NOVEMBER 9TH 1989

7. Motore dell'innovazione è l'Etica, cioè il desiderio sincero e forte di servire l'uomo.
WHAT IS CHALLENGING
THE STATUS QUO?

8. The SATIR
Change Model

9. Change happens primarily at the individual level.
In order for a group or organization to change, all
the individuals within that group or organization
must change.
This means that in order to affect change in our
organizations, businesses and
communities, we must first
understand how to affect
individual change.
WHEN CHANGE HAPPENS?!

10. Are you speaking to me?
Do you really want me to change???

11. Resistance to Change
Change can be disorienting, creating stress and anxiety for many people.
First reaction is to try to avoid the change, often this occurs being passive.
Others will resist the change through tactics such as negativity,
destructive criticism and, in extreme cases, sabotage.

12. «PEOPLE DON’T RESIST CHANGE.
THEY RESIST BEING CHANGED!»
- PETER SENGE

13. 13
CHAPTER TWO

14. Copyright Prosci 2014. All rights reserved.

15. THE KOTTER MODELS
Accelerate’s 8-Step Process

16. A well structured hierarchy, with heavy managerial
processes can produce reliable and efficient results
on a weekly, quarterly or annual basis.
Such an operating system lets people do
what they know how to do,
exceptionally well.
THE FUNCTIONAL HIERARCHY (OPERATING SYSTEM 1)

17. WHAT WE NEED IS A SECOND OPERATION SYSTEM,
WHICH IS ORGANIZED LIKE A NETWORK NEXT
TO THE EXISTING HIERARCHY.

18. THAT SECOND OPERATING SYSTEM, IS DEVOTED TO
THE DESIGN AND IMPLEMENTATION OF CHANGE STRATEGY,
THAT USES AN AGILE, NETWORK-LIKE STRUCTURE
AND A VERY DIFFERENT APPROACHES.

19. FUNCTIONALHIERARCHY
CROSSFUNCTIONALTEAMS
IT COMPLEMENTS, RATHER THAN OVERBURDENS THE HIERARCHY,
THUS FREEING THE LATTER TO DO WHAT IT’S OPTIMIZED TO DO.
IT ACTUALLY MAKES ENTERPRISES EASIER TO RUN
AND ACCELERATES STRATEGIC CHANGE.

20. MANY CHANGE AGENTS, NOT JUST
THE USUAL FEW APPOINTEES

21. A WANT-TO AND A GET-TO,
NOT JUST A HAVE-TO, MIND-SET

22. HEAD AND HEART, NOT JUST HEAD

23. Facilitation
Creating space in order for
people to self-organize
CHAPTER THREE

24. 24
REINVENTING FACILITATION
WITH A NEW METAPHOR
HOST LEADERSHIP

25. 25
Inviter
Initiator
SIX NEW ROLES OF ENGAGEMENT
Gate Keeper
Space-creator
Co-participator
Connector

26. FOUR POSITIONS FOR THE DANCE OF THE HOST LEADER
“In the spotlight”
Up front, in full view
“With the guests”
Public, yet intimate
26
Stepping forward Stepping back
“In the gallery”
Overview
“In the kitchen”
Private, intimate

27. 27
Hosting yes… but hosting what?
Let’s see spaces
to open and hold
in a new way!

29. 29

31. We definitely need to create space for collaboration
so that everyone can effectively contribute to change

32. #